INTERNAL

RECRUITMENT (PART I)
LEARNING OBJECTIVES:-

Be able to define the internal recruitment

Be able to engage in effective internal

recruitment planning activities

Apply concepts of closed, open , and hybrid

recruitment to the internal recruiting process
DEFINITION OF INTERNAL
RECRUITMENT
The assessment of an employer's current staff to ascertain if any
current employees are sufficiently skilled or qualified to perform
required job vacancies. When a business engages in internal
recruitment, a current employee might be reassigned to the new
position by giving them either a promotion or an internal transfer.
 MOBILITY PATH
There are two types of mobility paths in internal recruitment:

Hierarchical Alternative
Mobility Paths Mobility Paths
• Hierarchical Mobility Paths
• Traditional career paths that emphasize strict upward mobility within an organization.
• Alternative Mobility Paths (2 reasons)
• There is the need to be flexible given global and technological changes.
• Slower organizational growth has made it necessary to find alternative ways to utilize
employees’ talents.
 ADMINISTRATIVE ISSUES ON
RECRUITMENT PLANNING
Requisitions Budget

ISSUES

Coordination Timing
 Timing – Lead Time
Requisitions Coordination Budget
Concerns
• Without formal • If independent • The cost per hire • Internal and external
requisitions, it is easy searches are differ between lead time
for managers to make conducted internally internal and external considerations also
promises or “cut and externally, 2 recruitment. differ because in an
deals” with favored people may be hired • When internal internal market, the
employees that run for one vacancy. candidates are employer can actively
contrary to • If only an external considered for the job participate in
organizational recruitment search is but not hired, they identifying &
objectives. conducted, the need to be counseled developing knowledge
• By specifying the morale of current on what to do to & skills of the pool of
characteristics of employees may suffer further develop their eligible internal
successful applicants if they feel that they careers to become employees.
for internal positions have been passed competitive for the • By proactively
prior to the recruiting over for a promotion. position the next time developing needed
process, it is easier to • If only an internal it is vacant. skills in advance, the
ensure that internal recruitment search is • When an external organization will be
movements are made conducted, the person candidate is rejected, able to significantly
consistent with hired may not be as a simple and less reduce the lead time
organizational qualified as someone costly rejection letter to fill positions with
standards and goals. from the external is usually enough. very specific KSAO
market. requirements.
 STRATEGY DEVELOPMENT

OPEN CLOSED HYBRID

RECRUITMENT RECRUITMENT RECRUITMENT
 • Under an open
recruitment, employees
are made aware of job
vacancies.
• This is accomplished by a
job posting & bidding
OPEN system
• It gives employees a
RECRUITMEN chance to measure their
qualifications against
T those required for
advancement.
• It creates unwanted
competition as well as
lengthy & time
consuming.
 • Under the closed
recruitment, employees
are NOT made aware of
job vacancies.
• The only people made
aware of promotion or
CLOSED transfer opportunities
are those who oversee
RECRUITMEN placement in HR
T department.
• It is very efficient.
• Time and cost involved
are minimal.
 • Under a hybrid system,
both open &closed
steps are followed at
HYBRID the same time.
• Job vacancies are
RECRUITMEN posted and HR
T department conducts
the search outside the
job posting system.
CHOOSING AMONG OPEN, CLOSED,
AND HYBRID INTERNAL
RECRUITING
THE ADVANTAGE & DISADVANTAGE
OF INTERNAL RECRUITMENT
 END OF PART I
SEE YOU ON PART II OF
INTERNAL RECRUITMENT